Approach

The consultancy Zeevenhooven Advies is headed and run by Huib Zeevenhooven. Huib has developed a network of like-minded professionals to support him in coaching and professional development programmes.

Huib's interests lie in the dynamics of growth. He believes in the power of compassion to drive connection. His intuitive and associative approach helps him get straight to the heart of the matter and analyse potential opportunities for growth.

An expert in behaviour, Huib has been working as a coach since the late 1980s, and as a strategic advisor since the late 1990s. A broad base of clients, but a distinctive approach: committed, closely involved, yet retaining the perspective of an impartial observer.

Over the past fifteen years, Huib has concentrated on change management processes at executive and senior management levels, combining individual coaching sessions with collective change projects. The focus has mainly been on culture change and leadership development.

Through his extensive experience, Huib has become adept at acknowledging, identifying and facilitating the underlying resistance - whether overt or implicit - that is an inevitable part of change processes. Resistance is necessary to move forward; how that resistance and uncertainty are dealt with is critical.

Regardless of the sector or programme, themes such as personal development, change and learning to take the lead replay in the course of Huib's work. He initially drew inspiration from Stephen Covey (The 7 Habits of Highly Effective People) and Robert E. Quinn's seminal works on change. Seasoned over the years by different schools of thought and influences, he has since built up a much broader basis for his unique approach to leadership development.

Today's leader understands the need for investing in personal development and cultivates a high degree of self-awareness. Learns how to strike a balance between power and vulnerability, and between taking charge and letting go. Getting people to follow not because they have to, but because they want to. To this end, and especially in our turbulent times, it is important to find and emanate a sense of calm. For serenity opens the space for authenticity and connection. And that is the crux of it all.

testimonials

Partner Architect

I worked for a large firm of architects for 26 years - 16 of those as a partner. I was on the board with another five partners, including the founders of the firm. In those days, I worked on large-scale public projects like railway stations, for example. During this time, I was working in a twofold way: on one hand, drawing on my creativity to the fullest as an architect, on the other, focusing as a partner on the business development side in order to safeguard the company's continuity. I got very little recognition for my efforts, though, and that started to frustrate me more and more. At a point where I was feeling quite lost and at the end of my tether, I came across Huib - by sheer coincidence. We decided to go for a coffee in a courtyard garden in the city. That in itself was like a breath of fresh air (and typical Huib), as I never usually treated myself to moments like this.

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testimonials

Board member

I reached out to Huib to learn how to deal with a tough situation I'd found myself in. The company I was working for at the time had undergone a reorganisation. This had led to a spiral of negativity all around me - and it was sapping my energy bigtime. It had taken a while for me to become proactive, to take the steps I needed to in order to extricate myself from the negative atmosphere and take control of my own future. This was the point where Huib came on board - to help me investigate my own stake in the situation. I was also hoping that Huib's coaching would help me rediscover my personal power and develop a new vision for the future.

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testimonials

CEO and major shareholder

I work in a medium-sized family business, and a few years ago I succeeded my father as CEO and company owner. Running a business isn't something you're equipped to do overnight just because you've signed some legal papers and have been given the title. It's a complex transformational process. For the father it takes time to learn how to let go and the son needs to adjust to the new role.

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